When we step in
The situations that trigger an engagement
If you recognise your company in one of these situations, a thirty-minute conversation will be enough to know whether an engagement is justified.
- Accounts available too late to be useful
- Two departments reporting two different figures for the same reality
- Cash that comes as a surprise at quarter end
- A budget built once a year and never revised
- Growth with no clear view of whether it is profitable
Our approach
How we approach this subject
A good dashboard fits on one page and can be read in four minutes. It rarely contains more than twelve indicators. Those showing sixty are not more rigorous: they are simply ignored.
So we start from the decisions to be made, not from the data available. What are the five recurring decisions of the leadership team? What information would be needed to make them with confidence? That list, and that list alone, defines the scope of reporting.
Then comes the thankless but decisive work: making source data reliable, defining each indicator in writing (revenue recognised on order is not the same as revenue recognised on invoice), and automating collection so that producing the reporting does not depend on one person and one spreadsheet.
Finally, we set up the routine: a monthly review, a fixed agenda, commented variances and recorded decisions. Without a routine, the best dashboard becomes a file nobody opens.
In practice
What we do
- Definition of key indicators based on real decisions
- Building the management dashboard
- Setting up or redesigning management control
- Budget monitoring and quarterly revision procedure
- Rolling thirteen-week cash flow plan
What you receive
The deliverables
- Deliverable 01
- Indicator dictionary (definition, source, frequency, owner)
- Deliverable 02
- Operational dashboard, automated as far as possible
- Deliverable 03
- Budget model and rolling cash flow plan
- Deliverable 04
- Monthly closing procedure
An engagement that is scoped from the first day to the last.
Step by step
The typical schedule
Indicative duration for a standard scope. It is set precisely in the scoping note, before any commitment.
- 01
Audit of existing reporting
Week 1Inventory of the reports produced, their sources and the time spent producing them.
- 02
Defining indicators
Weeks 2 and 3Workshops with the leadership team to link each indicator to a real decision.
- 03
Build
Weeks 4 to 6Making data reliable, automating collection and formatting the dashboard.
- 04
Go-live
Weeks 7 and 8First supported close, team training and fine-tuning of the monthly routine.
Benchmarks
What you can expect
5
working days targeted for the monthly close
12
indicators at most on the management dashboard
13
weeks of visibility on cash
Frequently asked questions
About performance management
Rarely. In the vast majority of cases, the existing tool is enough: what is missing is the analytical set-up and data entry discipline.
Yes, and it is often essential. We work alongside your chartered accountant, never in their place.
The first accelerated close usually happens in the second month. The effect on decisions can be measured after a full quarter.
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Our other areas of expertise
Get in touch
Need help with performance management?
Tell us about your situation. We will tell you frankly whether this service is the right one, whether you should start with another, or whether we are not the right partner.